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BN Vocational School

Case Study
Published: 2010
Author(s): Doug Rae
Suggested Citation: Andrea Nagy Smith and Doug Rae, “ BN Vocational School,” Yale SOM Case 10-043, December 14, 2010
Abstract

BN Vocational School (BNVS) in China was established in 2005 by businesswoman Yao Li in response to the enormous migration within China of approximately 200 million rural residents who moved to cities seeking employment following Deng Xiaoping's 1978 reforms. This migration, often illegal under the “hukou” household registration system, left migrants without access to essential services, including education for their children.

BNVS provides free high-school-level vocational education for children of the poorest migrants. The school prepares students for service-sector roles, including hospitality, air conditioning repair, and food service. Funded by various donors, BNVS operates within a challenging environment that presents numerous obstacles including selecting appropriate teaching content, garnering trust in a culture wary of charitable organizations, and securing government cooperation and licensing.

By 2011, Yao Li had expanded BNVS to a network of vocational schools across various cities, securing financial backing from foreign embassies, corporate sponsors, and individual benefactors. The school raised over $3 million annually and established a reputable model NGO operating within China’s complex legal framework.

However, BNVS continues to face substantial dilemmas. These include training students in effective work habits and establishing robust management processes as the organization expands. Additionally, the school must navigate the persistent challenges of working within an often opaque government system, securing ongoing funding, and maintaining the quality and relevance of its educational offerings as it grows.

Design at Mayo

Case Study
Published: 2010
Author(s): Rodrigo Canales, William Drenttel
Suggested Citation: Andrea Nagy Smith, Rodrigo Canales, William Drenttel, and Jaan Elias. "Design at Mayo" Yale School of Management Case Study 09-034, November 2010.
Abstract

The Mayo Clinic has a longstanding legacy of innovation in healthcare. Following in that tradition, Dr. Nicholas LaRusso initiated a project to explore new doctor-patient interactions by partnering with the design firm IDEO. In 2002, LaRusso, along with Dr. Michael Brennan, inaugurated the SPARC lab, a skunkworks outpatient facility where physicians and designers could experiment with healthcare delivery models.

The SPARC lab, which later evolved into the Mayo Clinic Center for Innovation (CFI), aimed to improve patient outcomes and the healthcare experience by testing new processes from patient entry to follow-up care. The CFI utilized a design methodology focused on human-centered design principles. This involved cross-disciplinary collaboration between physicians and designers to create and test innovations in real-world settings.

In its short history, the CFI managed to recruit busy physicians for this novel research approach, bridge the cultural gap between medical and design professionals, conduct design experiments, and secure institutional support for unconventional methodologies. The CFI grew significantly, expanding from two to 32 full-time employees and initiating projects to improve workflow, patient education, technology usage, and exam room design. However, the CFI's leadership recognized that their innovations were incremental and expressed a desire for "transformational" change in healthcare delivery.